Long Term Strategic Plan

Transcription

1 Long Term Strategic Plan

2 2

3 Table of Contents Introduction 4 Situational Analysis 5 Vision, Mission and Strengths 7 Strategic Focus Areas 9 Strategy Summary 12 Structure of The Forest Bridge Trust 13 Policies and procedures 14 3

4 Introduction The Forest Bridge Trust (TFBT) is a farmer-initiated environment trust that supports outstanding land stewardship across the narrowest part of the tail of Maui s fish (the North Island) from west to east as a bridge of green from the Kaipara to the Pacific Coast. The vision and mission for the trust are built from the observations, knowledge, concern, actions and commitment of local farming families, many of whom have lived on their land for multiple generations. The Trust s mission is to support farmers and other land owners in the ongoing restoration of their native forests and wildlife, and to protect their rivers, streams and wetlands, all within a productive, profitable and sustainable farming landscape. This is done for the benefit of the wider Auckland and New Zealand communities. This is the Trust s first strategic plan. It has been developed by TFBT s trustees and supporters through a series of workshops in

5 Situational analysis The operating environment of The Forest Bridge Trust is affected by five main factors: farming, funding, restoration, covenants, and other players. Farming Farm land and its remnant forests are a primary area of focus for The Forest Bridge Trust. Further, management of stock in riparian areas, as well as control of runoff are critical aspects of improving biodiversity and creating healthy waterways. There are a number of historical and current issues around farming that affect how The Forest Bridge Trust interacts with farmers including: the volatility of the farming environment; tensions between farmers and the rest of the community over environmental impacts of farming; lack of ownership by farmers over externally imposed environmental conditions; and economic, cash flow and time pressures on farmers. Farmers know their land and are often in the best position to determine the most appropriate solution to a problem (e.g., the best type of fencing for a particular situation). The Forest Bridge Trust seeks to fully involve the landowner in the decision-making processes on their own land in a manner that is both economically and environmentally flexible. Resourcing In order to accomplish its vision and goals, The Forest Bridge Trust will need access to significant funding assistance for fencing, planting and pest control. With a high degree of awareness of environmental issues at all levels of government and throughout the community, there is funding available to support action although it is competitive. TFBT has a particular interest in supporting conservation on private land - funds for this are limited. Volunteers to do planting and weed and pest control are becoming harder to source, with people s lives becoming busier. As a result landowners are having to look for extra funding to cover labour costs. To be successful in attracting funding, TFBT will require: good networks and connections to funding sources; credibility; demonstrated good management; innovation in funding sources; and providing value for money. A significant amount of TFBT management time is likely to be spent doing fund raising and managing volunteers. Restoration There is a growing acceptance that small restoration efforts can have big paybacks even removing one pest such as possums is a step in the right direction. This means 5

6 that small projects are not only feasible but welcome, an important consideration for TFBT given the scale at which we work. The field of restoration is changing rapidly as a result of new research, improvements in techniques and technology, and climate change. TFBT aims to stay ahead of current thinking and practice. Covenants A number of options exist for farmers to conserve their restoration initiatives including transferable titles, QEII covenants and rates relief. TFBT will explore all available opportunities. Other players Both locally and nationally there are people doing important restoration and pest control work. Potentially, we may compete with these organisations for funding and volunteer labour and landowners may be confused about who is doing what. But multiple actors in this field also represent a potential resource for sharing knowledge and best practices. If there is already an organisation in place that can do something to help us accomplish our overall objective then we will make use of them. 6

7 Vision, mission and strengths Vision of The Forest Bridge Trust A connected landscape on productive land with healthy forest and flourishing indigenous wildlife from the Kaipara Harbour to the Pacific coast. Mission of The Forest Bridge Trust Through practical landowner-centred support, to protect, enhance and connect existing forest remnants and wetlands by enabling fencing, planting, weed management and pest control. Trust strengths The Forest Bridge Trust has the following critical points of difference: It is landowner-centred. Work undertaken to further the goals of TFBT is conducted at the request of the landowner and relies on landowner knowledge, and understanding of their land. It is sensitive and responsive to the realities of farmers and recognises that it cannot achieve its objectives unless it is aligned with the concerns of the farming community. It is organised to deliver results. Funds raised are used to support landowners with very little spent on administration. It interacts with all local and national stakeholders (e.g., iwi, NIWA, DoC, Auckland Council, IKHMG) to minimise duplication of effort and to maximise synergies. It relies on subject matter experts and embodies best practices for both restoration and community cooperation to bring the most up to date and practical scientific solutions to assist landowners. It focuses its restoration and pest and weed control efforts where there is most direct need. It is managed by people experienced in farming, restoration work and business management. It is fronted by volunteers. 7

8 It seeks to involve all landowners and community members in its activities to maximise the amount of land area restored and also to create new linkages and understandings across the diverse community. It is responsive to innovative approaches to volunteering, community and corporate support and funding. 8

9 Strategic Focus Areas The Forest Bridge Trust s long term vision is to create a corridor of ecologically enhanced natural habitat from the Kaipara Harbour to the Pacific coast. While the programme is young and building its resource and capacity base, the Trust will focus on one catchment of this area - the Hoteo River. The Trust has two strategic focus areas within the Hoteo catchment: community initiatives and landowner initiatives. 1. Community Initiatives Purpose Community initiatives are designed to: Create broad community support, understanding and interest in the overall programme Develop projects that have high ecological impact across a landscape scale that many local residents and a broad spectrum of the community can engage with. Advance the vision, principles and practices of The Forest Bridge Trust through advocacy, communication and capacity development. Priority setting Generally, community engagement must add value to TFBT s work, be in line with TFBT s vision and mission, positively impact on perceptions and practices of partner organisations, and allow TFBT to keep up with best practice. Criteria for selecting projects for community initiatives are: Easy to implement so a maximum number of people can engage High ecological impact Maximises leverage through connections and networks. Desired outcome by 2018 The two focus areas (Tomarata and southern Hoteo) will have a scientificallydesigned landscape-wide integrated animal and weed pest control programme. Strategy The landscape-wide animal and weed pest control project is designed to engage broadly and comprehensively across an entire community in the two focus areas. It will be primary school-centred, with each local school responsible for controlling and monitoring, using the cloud for information management. All landowners in 9

10 each focus area will be encouraged and supported to be part of the initiative, along with local businesses and others with a presence in the local community. Partners such as iwi, Auckland Council, University of Auckland, Beef and Lamb and the Department of Conservation will be invited to support the programme. As well as having an enduring ecological impact on indigenous wildlife and ecosystems, the programme aims to build local commitment, understanding and capacity for animal and weed pest control, and extend ecological restoration across the catchment. Through this focus area, The Forest Bridge Trust will link its supporters and trustees into networks of relevant organisations, businesses and individuals in a way that adds value to its work through improved understanding of best practice in ecological restoration. 2. Landowner Initiatives Purpose Target areas are designed to: Link sites with other forests and wetlands to build a bridge of enhanced natural habitat across the catchment. Protect specific high value habitats on private land based on rigorous ecological assessment Support individual farmers and landowners to make decisions and implement changes to enhance natural habitat on their land. Priority setting Criteria for selecting target sites are: Existing native habitat High ecological value Embodies the concept of a bridge of indigenous habitat Synergies with or adding value to other conservation initiatives Practical to implement interventions (such as fencing entire area) Falls within the current geographical priorities of the Trust (lower Hoteo, upper Tomarata - see below) Offers engagement with community leaders and mentors An X-factor that demonstrates a great fit with TFBT s vision and mission. For target initiatives, the Trust will direct its resources initially into two farming areas of the Hoteo: the lower Hoteo (close to the river) and the upper Tomarata subcatchment. This focus is because: Concentrated effort in two smaller priority sites is more likely to maximise impact and effectiveness The two selected areas together cover a range of land forms, farming types, communities and ecological opportunity. Influence and understanding of the Trust is spread across the catchment. 10

11 While the Trust is new and learning its way, it can trial its approach in discreet areas rather than take on the entire landscape. It is expected that as the Trust s resources and capacity grow, its geographical spread can also grow. Desired outcome by 2018 At least six indigenous forest or wetland areas of high ecological value have been identified, fenced and have weed and predator control. Strategy To maintain credibility and local commitment to the programme, it is important that TFBT first secure sufficient funding to support project implementation before approaching land owners. Potential donors will be approached with TFBT s strategic plan and overall concept of programme implementation. Once sufficient funds are secured to fence and plant at least one priority forest area, TFBT will host landowner workshops in each of the two target areas (Tomarata and southern Hoteo). The workshops will be farmer-centred and closed to external parties. Farmers will be provided with TFBT criteria for ecosystem prioritisation and asked to select sites within their own area that they would like to see protected. For the selected sites, TFBT will then work with each landowner to design an ecosystem protection plan. This will then be returned to the donors for final sign-off (if necessary) and TFBT and will organise the labour, materials, and other practical actions required to develop and implement the plan. If through this process, more sites are selected by landowners than TFBT has the capacity to directly support, the Trust will facilitate connecting landowners directly with other support agencies. TFBT will also leverage off this programme to advance the vision, principles and practices of the Trust through advocacy, communication and capacity development. Opportunities to improve ecological restoration best practice will be taken up. 11

12 THE FOREST BRIDGE TRUST STRATEGY SUMMARY Vision Where are we going? Mission What s our role? Strategic Focus Areas What are the components of our vision? Priority setting How do we select what we do? Desired outcome What do we hope to achieve? Strategy How will we implement our work? A connected landscape on productive land with healthy forest and flourishing indigenous wildlife from the Kaipara Harbour to the Pacific coast. Through practical landowner-centred support, to protect, enhance and connect existing forest remnants and wetlands by enabling fencing, planting, weed management and pest control. Community Initiatives Landowner Initiatives Create broad community support for the overall Link sites with other forests and wetlands to bridge habitats and programme through high ecological impact projects for protected specific high value habitats through supporting the whole community. individual landowners. Projects must maximise community engagement and leverage and have high ecological impact. Two focus areas (Tomarata and southern Hoteo) have a scientifically-designed landscape-wide integrated animal and weed pest control programme. Primary school centred, uses cloud for information management, landowners encouraged to join, many partners, extends ecological restoration across the catchment. Best practice will be followed. Sites must meet 8 criteria for ecological conservation, practical and community outcomes. Priority areas are the lower Hoteo and upper Tomarata. At least six indigenous forest or wetland areas of high ecological value have been identified, fenced and have weed and predator control. Secure funding before approaching landowners. Host farmercentred workshops for farmers to select sites within criteria. TFBT then works with individual landowners to design ecosystem protection plan, and organise practical actions to implement plan. Advocacy to advance the vision, principles and practices of the Trust will be an important part of this work. 12

13 Structure of The Forest Bridge Trust The Forest Bridge Trust is a charitable trust with a board of up to ten trustees. The trustees will be representatives of local farming families, community members, business professionals, environmental science professionals and educators. The trustees have a high degree of professionalism as well as a long-term commitment to the vision of the Trust. The trust board oversees the strategic direction of the Trust, has overall accountability for the Trust s finances. The Trust is organised to ensure it can achieve its vision and execute its mission and achieve its strategic goals. It is the responsibility of the board to ensure that the Trust's structure, operating procedures, working environment and internal and external communications continue to be responsive to the evolving conditions in which the forest bridge is created. Initially, the board will manage the Trust s operations. In order to accomplish our mission and strategic goals, our structure will be task driven. We will strive to keep costs and overheads low and to keep our organisation as lean as possible. We will use volunteers and contractors to the extent possible and not build staff unnecessarily. As priority tasks emerge, the board will determine the best way to deal with them. Important initial tasks will include communications, fund raising and planning and coordination with the community. The board are all experienced in these tasks and will use volunteers and contractors to assist as necessary. At such time that the board deems appropriate the board may bring on paid staff. 13

14 Policies and procedures The Forest Bridge Trust has developed an internal series of policies and procedures that underpin its professionalism and diligence. These include: Partnerships policy Landowner engagement policy Risk management and health and safety procedures Contracting and employing procedures Governance procedures Operations procedures Fundraising policy Communication strategy Monitoring and evaluation plan 14